HMEF5023_v2

EDUCATIONAL
LEADERSHIP
The Nature of Leadership
LEADERSHIP
Leadership is the
ability to inspire
confidence and support among
people who are needed to
achieve
organisational goals.
INFLUENCE

FOLLOWER
MANAGEMENT
Management aims to attain a goal by coordinating and
administering several responsibilities. Management may also
refer to the hierarchy of staff employees inside a company,
particularly in terms of seniority.

efficient and effective

 the process of planning,
organizing, directing, and
controlling the activities of
employees in combination with
other resources to accomplish
organizational objectives
1.Managers are judged by:
a.What they get others to do
b.Their personality
c.What they do
d.How fast they work
Figurehead

Spokesperson

Negotiator

Coach

Team Builder

Team Player

Technical Problem Solver

Entrepreneur

Strategic Planner

(DuBurin, 2001)
 HOW TO BE A GOOD
Communicator
• Attend to the needs of the staff
• Listen and understand to the grouses and
opinions of your subordinates
• Empathize with whatever difficulties
encountered by the staff
• Disclose himself/herself to others
• Get the whole story
• Ask the right questions
• Say what they mean and mean what they say
• Can accept criticism
• Can give correction
• Communicate creatively
• Disagree agreeably
• Pay attention to parents
• Connect emotionally and professionally with
staff
• Communicate with students
• Can talk to the boss
• Connect in productive, helping, and healing
ways
• Care enough to send the very best
• Know how to sweet talk
• Write, speak, and teach
 The Educator

• Believes that all students can learn • Focuses on instruction

• Provides training and support for
teachers
• Creates cognitive dissonance
• Establishes, implements, and
achieves academic standards
• Models continuous learning
• Develops teacher leaders
• Pays attention to what matters most
• Creates learning communities
 The Envisioner
• He has a sixth sense • Knows where they are headed
• He feels called to make a difference • Has compelling visions
• He has resolve, goals, and life • Can articulate their visions and then
vision make them happy
• Can see the invisible
 The Facilitator
• Bonds people into a community of • Values diversity
leaders • Shares the “Power Pie”
• Taps the potential of people • Accentuate the positives
• Says “We” instead of “I” • Promotes parental involvement
• Favours people over paperwork • Celebrate
• Builds up emotional bank accounts • Spends time with students
• Cultivates his own well-being
 The Change Master
• Can handle uncertainty and • Plans for short-term victories
ambiguity • Procure resources
• Respects resisters • Trusts his team
• Are futuristic • Willing to change
• Uses a situational approach • Must also be a motivator
• Knows the power is within • Understanding the whole change
• Values the process process
 The Culture Builder
• Understand and appreciate the • Rewards and cheers those who
power of culture support and enhance the culture
• Knowing what a good culture looks • Build a culture that people choose
like • Knowing the small stuff is really
• Facilitating the development of the big stuff
core values
• Communicates these values clearly
 The Activator
• Mobilizes people • Runs to daylight
• He is also an entrepreneurial leader • Doesn’t micromanage the teachers
• He doesn’t wait to be told • Makes things happen
• He is a risk taker • “He is outrageous”
• Asks for forgiveness rather than • He is a cheerleader
permission
 The Producer
• Believes that achievement is the • Pays attention to individual
bottom line students
• Never mistakes activities for • Has academically focussed mission
achievements • Makes research-based decisions
• Is data driven • Holds teachers accountable
 The Character Builder
• He is human
• He is trustworthy
• He has integrity
• He is authentic
• He is respectful
• He is generous
• He hires staff members with character
• He is consistent in his words and actions
• He leads by example
• He seeks to develop the character of students
 The Contributor
• He leads by serving others
• He is self-aware and reflective
• He is a good steward for others to trust and follow
• He has strong wills
An effective leader is a person who does the following:

A.Creates an inspiring vision of the future

B.Motivates and inspires people to engage with the vision.
C.Coaches and builds a team, so that it is more effective at
achieving the vision.
D.All of the above.
E. None of the above.
LEADERSHIP AND POWER
 1.Which statement about power is false?
a.Authority gives power
b.Power can be delegated
c.Power must be earned
d.Power is given through the legitimacy of the
position

SATHIE NOTES ON EDUCATIONAL LEADERSHIP 1/2016

 TRANSACTIONAL &
CHARISMATIC INSTRUCTIONAL
TRANSFORMATIONAL
LEADERSHIP LEADERSHIP
LEADERSHIP

WHAT IS THE
DIFFERENCES?
 CHARISMATIC LEADERSHIP

Max Weber House (1977) Conger & Shamir &

(1947) Kanungo Howell (1999)
(1988)
• Distinguishable
• 1st leadership by its
conceptualised characteristics • Emerge and
• Characteristics
charisma as a • Refined the begin to form as effective in weak
mode of personality traits followers situations
influence to – House & observe the
followers as Howell (1992) leader’s
leader displayed behaviour
exceptional
qualities
 CHARISMATIC LEADERSHIP

Process of encouraging certain behaviours in others via

force of personality, persuasion (skill of influencing) and

eloquent (skilled in use of language ) communication.

Charismatic leaders inspire their followers to do things or to do
things better; this is done by conjuring up enthusiasm in others for
a stated vision or goal.
TRANSACTIONAL & TRANSFORMATIONAL
LEADERSHIP
Same category but positioned at
different points
Transactional leaders – Transformational
barter trading leaders – motivate and
Leaders recognize empower followers to
followers wants and produce unexpected
provides performance
True or false?
Individual and team development are important activities
carried out by transformational leaders.

A.True
B.False
INSTRUCTIONAL LEADERSHIP
 MORAL
LEADERSHIP

Leadership
by example

Compliment &
Strengthen
Transformational
Leadership

Sergiovanni
(1991)
Leaders help themselves and others to do the right things.
They set direction, build an inspiring vision, and create
something new. Leadership is about mapping out where
you need to go to "win" as a team or an organization; and it
is dynamic, exciting, and inspiring.

A.Yes
B.No
THANK YOU